Giving Feedback, Effectively

Here’s what happens in a law firm. You (the partner) give work to the associate and if it isn’t great, that associate may never get another chance. You stop giving him or her work. Even worse – you stop making eye contact and then it’s over – you know it’s over and very soon he or she knows it’s over.

Is there a better way? A recent survey of the legal community done by Catalyst Canada Inc. noted that an associate (in a large firm) breaks even at 1.8 years tenure and that every associate that leaves the firm costs, on average, $318,000. Have I got your attention?

Giving feedback effectively is sited by many partners as one of the most difficult and uncomfortable parts of the mentoring relationship. Getting feedback that is timely and
useful is among the most critical components in
the development of younger lawyers.

by Karen MacKay, MBA, CHIC
President

While some people do it naturally, for others it is
more difficult. There is hope. Giving feedback
is a skill that can be learned. Giving feedback
shows associates that you care about them as
individuals; that you care about their
development and that you are committed to
delivering quality to our clients – you will stand
for nothing less, but you will help them (the
associates with whom you work) achieve that
high standard. As Jay Lorsch and Tom Tierney
said in their 2002 best seller, Aligning the Stars
“…great firms invest so heavily in their stars
(because) to put it bluntly, they understand the
costs of mediocrity.”

In our survey of partners and associates in 63 law
firms in 41 countries done in 2004, associates
told us that feedback that is informal, oral and
timely was the absolute most effective feedback
they get – it is what helps them to develop as
professionals. The next article in this series is
about accepting feedback – indeed devouring it.
Here are my best tips for giving feedback.

Be specific: Clarity is key - what specifically
went wrong and what specifically was missing.
Provide suggestions for what you would have
done differently.

Be constructive: Provide information that will
help the associate learn. Instead of providing
the solution, engage in conversation. Questions
like “have you thought of this?” or “have you
considered that?” are very powerful; they are
questions that are engaging and constructive.

Focus on the behaviour rather than on the
person: A person that has weak drafting skills
may not be weak at grasping concepts, weak
intellectually or weak as a lawyer – no, he might
just be weak at drafting. A person who struggles
with networking may be shy or awkward in
social situations but may have intellectual
horsepower that would knock your socks off, if
given the opportunity.

Deliver real-time feedback: Feedback delayed
is feedback denied. Associates tell me that
comments on an evaluation form that appear six
months after the incident, are next to useless.
The context is lost and memories are short and
all too often these comments are not attributed to
specific partners. This leads me to the next
critical aspect of feedback.

Own the feedback: If you are not happy with
something an associate has done for you – own
it. “I am disappointed.” “I would have done this
differently.” “I have some feedback for you on
this document.” “I” is critical.
Be careful not to generalize: Catch yourself
before using words like “always” or “never”.
You are giving feedback about a specific piece
of work or a specific behaviour – don’t
generalize.

Ask good questions: There is nothing more
engaging than good questions. Asking good
questions can get your protégé to come to their
own conclusions – there is nothing more
powerful.

Have a little respect: You may be a partner,
however, your associate desperately wants to be
your colleague. Feedback that is demeaning and
insulting hurts any hope of developing a
professional relationship. Attacks that focus on
the weaknesses of a young professional only
make you look bad – not her.

Be supportive: Begin by stating your
confidence in the individual’s capability. You
hired this associate because she was bright,
interviewed well and had great academic
achievements. You hired raw talent. With
supportive and encouraging feedback you may
just help that young lawyer reach her potential.

Sensitivity and timing: “I’ve got some
feedback for you on the Smith matter. Is this a
good time or shall we set aside a few minutes
later today?” This is a very powerful statement.
It shows a sense of importance and urgency
(today), but it also shows sensitivity and respect.
Further it gives the individual a bit of time to
gain composure.

Associates crave feedback from lawyers they admire. They want to know what you do, how you do it, how they can develop their skills and earn your confidence. The younger generation is, as a demographic, loyal to their skills – not to you. If they can develop their skills their loyalty will grow. If they can’t, they’ll be gone.In many ways, it’s your choice.